What do the numbers from the Cigna survey tell you?

“They’re alarming numbers – especially on a global scale. But I also think we should be cautious using the term ‘stress’. Stress is a diagnosis – being busy is quite different. I’d question whether these numbers indicate true stress. Of course, it’s not good for anyone to be too busy. And it’s not good for young people to be in a rat race at work. When you’re young and new to a workplace, there are many things to get acquainted with and learn. It’s a socialization process to learn to be part of a workplace and a good co-worker. Bottom line: If those numbers are to be believed, there’s an introductory process to the workplace that’s not working.”

So who is fundamentally responsible for well-being in the workplace?

“It’s a two-way street. Enhanced by the fact that we’re seeing low unemployment rates, and thus recruiting is becoming more challenging. When I was active as a manager, I noticed that the employees with the highest absence rates were the trainees. Those numbers tell a story, too. When you’re employed, someone expects you to show up. The leader bears a great responsibility for well-being in the workplace, but on the flip side, young employees need to understand that school is over. Down to the age of 15 or 16, young people need to understand that the world expects something of you.”

What have you done as a leader when you met a young person who wasn’t ready to be in the workplace?

“I took my time introducing and incorporating them into the social structure. I involved them: What do you need to feel safe, seen, and heard? What can we learn from you? If anything, this has only become more necessary today. Young people are more liable to change jobs and won’t put up with anything. That’s healthy – as long as it’s not mom and dad who tells them where their boundaries are.”

 Isn’t being part of the social structures at work and being a good co-worker up to the individual?

“They obviously need to be a part of it. As a leader, you can serve the food but can’t make them eat it. But if you want a steady intake of young hires and want that process to be successful, you need to address this. And you need to take the time to ask young people: What can we do to make this a good workplace for you? So we avoid the ‘same procedure’ – trap. Having a young person in the workplace is a gift. It’s an opportunity to train all employees in listening and being receptive to new ideas.”

What hands-on learnings from your career in leadership would you want to pass on to other leaders when it comes to recruiting and retaining young talent?

“The talent you need the most is the ones that find management a nuisance. Give them space to act independently and constantly feed them new challenges. They won’t stay unless they feel they’re growing. On the flip side, you have the young hires that leave because they feel unsafe and unseen. Either way, accept the volatility in recruitment and retention. That doesn’t have to be a bad thing, as long as you design your organization to fit that reality.” 

You’ve written and spoken a lot about ‘balanced leadership’. What does that entail?

“I talk about balance, movement, and awareness – those are key to good leadership today. Balance both in your work life and your private life. Balancing profit with a pleasing workplace. Movement means daring to have an emotional connection with your employees, which can be extremely difficult to navigate because it is, to some degree, manipulation. So you have to take great care and show great responsibility. All leaders use emotional connections, but you must be highly conscious of how you use them. The other part of movement is moving your employees, for example, from new hire to colleague. Again, awareness is vital. If you’re unaware that young people are very different, you’ll miss the mark.

Many companies are testing out new, collective initiatives to heighten well-being in the workplace, e.g., a four-day workweek or total independence/self-leadership, which we’ve done at DDC – Danish Design Center. How do you balance these initiatives for the many with consideration for individual needs? 

“In my experience, 70 percent of all employees simply want a good job, nice coworkers, and a decent salary. That’s the sum of their ambition. If you keep loosening the thread that holds the workplace together, some will say: Why should I even go to work? Give me a task to solve and colleagues to engage with daily. One should be careful with dissolving too many structures, for work life is also a social life. It’s important, especially for young people, to contribute to a collective result and to make a difference.”